Examining opposing RTO comms strategies; Microsoft shuts down internal comms channels

Greetings, comms pros! Let’s take a look at a few news stories from the past week and see what we can learn from them.

1. Microsoft, Paramount Take Different Tones With RTO Messages

Microsoft is joining its big tech peers by calling its employees back to the office at least three days a week, according to an internal memo obtained by Business Insider. The note, signed by the company’s HR chief Amy Coleman, stated that employees within 50 miles of the company’s Seattle-area HQ will be required to be in the office by the end of February, with guidance coming on other offices in the coming weeks and months.

We’ll roll this out in three phases: 1) starting in Puget Sound at the end of February; 2) expanding to other US locations; 3) and then launching outside the US.

Our goal with this change is to provide more clarity and consistency in how we come together, while maintaining the flexibility we know you value. We want you to continue to shape your schedule in ways that work best for you, making in-person time intentional and impactful. Importantly, this update is not about reducing headcount. It’s about working together in a way that enables us to meet our customers’ needs.

RTO communications are best done when they are embedded in culture and with employee experience in mind. While it’s a reversal for a company that’s touted the benefits of remote work in the past, Microsoft clearly outlines the reasoning for the return to the office but also acknowledges how the company’s employees work best and aims to provide flexibility. The memo also clearly provides details, including timing and says that the move isn’t intended to reduce headcount, which has been a concern of many other RTO policies, such as Amazon. These steps can help reduce employee anxiety and consternation, and that goes a long way toward building a positive culture during a major internal policy change.

Contrast that with the memo Paramount CEO David Ellison sent to employees last week, telling them to return to the office five days a week starting January 2026 — or to find a job elsewhere. In a memo acquired by Deadline, Ellison hit all the notes of a typical RTO mandate, including collaboration and culture, but effectively told employees that remote and hybrid work will not be a part of the company culture going forward.

To achieve what we’ve set out to do – and to truly unlock Paramount’s full potential – we must make meaningful changes that position us for long-term success. These changes are about building a stronger, more connected, and agile organization that can deliver on our goals and compete at the highest level. We have a lot to accomplish and we’re moving fast. We need to all be rowing in the same direction. And especially when you’re dealing with a creative business like ours, that begins with being together in person.

Here’s what to expect:

Phase One: Beginning January 5, 2026, employees assigned to our Los Angeles and New York offices will return to full-time office work. We understand that some people may not choose or be able to make this transition. And so, starting today through September 15, 2025, we will be offering a severance opt-in program for VPs and below, based in Los Angeles and New York, who cannot or do not wish to return full-time. Details will be shared directly with those eligible.

The memo also says the company would work with employees on adapting to the transition.

Ellison’s statement comes on the heels of Paramount’s merger with Skydance, bringing the company in line with most tech sector companies by calling employees back. During times of major change, employees need to hear from their leaders and having statements directly from Ellison is a good move. However, the rigidity of the memo is also notable. The lack of flexibility could be a harbinger of changes to come as the company’s culture shifts under its new identity.

2. Microsoft Shutters Internal Employee Comms Channel, Limits Campus Access

While Microsoft touted continued flexibility in its RTO messaging, it appears to be taking a hard line elsewhere. The company also shuttered an internal communications channel used by employees to talk about societal issues and question senior executives, as well as restricted employee access to enter certain buildings on its Redmond, WA campus, according to the Wall Street Journal. Last month, Microsoft went into temporary lockdown when protestors stormed its headquarters, including president Brad Smith’s office.

According another report from CNBC, Microsoft CEO Satya Nadella is aware of the optics these moves by Microsoft can have on trust, especially amid the backdrop of layoffs at the company. When asked by an employee what the organization could do to rebuild trust among employees, Nadella said that leadership would work to improve.

“I deeply appreciate that, the question and the sentiment behind it,” Nadella said, in audio that was obtained by CNBC. “I take it as feedback for me and everyone in the leadership team, because at the end of the day, I think we can do better, and we will do better.”

Ragan reached out to Microsoft for comment but has not received a reply. Limiting physical access to certain areas of the Microsoft campus may be a prudent step both for the business and employee safety. However, limiting employees’ ability to have an open dialogue with each other and pose questions about leadership reflects a shift in the corporation’s interest in promoting employee expression.

3. Report: Delayed employee recognition causes decreased loyalty

Data from the Achievers Workforce Institute stated that delayed recognition of employee contributions may be tied to decreased organizational loyalty. The report in question found that weekly recognition of employees slid from 29% to 19% year-over-year in 2025, but quarterly recognition more than doubled. This sows the potential seeds for distrust and may make employees feel underappreciated by their companies, leading to potential attrition. But thankfully, communicators can serve as a solution.

By working with managers and leaders, communicators can help instill a culture of recognition that fosters a sense of belonging and camaraderie at work. Making that happen might sound simple, but it’s a great way to make your best contributors feel like their work matters — it can also help them stick around rather than searching elsewhere for the appreciation they desire out of their work. For internal comms specifically, recognition can come in the form of intranet posts, leadership call-outs in all-hands meetings and profiles of exceptional projects people are working on. Making sure that there’s a regular cadence of recognition matters too. Build it into your editorial calendar like you would any other content campaign — it might seem like a small step, but it could be the difference between losing and keeping your top talent.

4. How about some good news?

• A railroad in England hired three cats as “night patrol officers”.
• The Chicago River will host its first open water swim later this month.
• Researchers found that a key protein can prevent Alzheimer’s disease.
• Ragan Training is great for communications pros to find inspiration and resources.
• You should be rewarded for your work. Find out how to earn an award here!

Have a great weekend comms all-stars!

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and trivia.